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Garment Industry Information - Coggle Diagram
Garment Industry Information
Standard Process
:red_flag:1.
Cutting(Cắt)
:red_flag:
2. PPA1: Pre-Production Assembly 1(Embellishment)
PPA2: Pre-Production Assembly 2
:red_flag:
3.Sewing(May)
Shoulder Sewing
Sleeve Sewing
Body Sewing
Collar Sewing
4.Iron (Ủi)
Pleating(gấp-xếp)
6.Inner Packing(Đóng bịch)
7.Outer Packing(Đóng thùng)
1 more item...
Heating(In nhiệt)
Embroidery(Thêu)
Laser(Khắc)
Bonding(Hàn)
Printing(In)
Measurement
Takt Time
Nhịp sản xuất
-is the time between starting to work on one unit and starting the next
:!:-is
the rate
at which you must complete production order to meet customer demand.
Purpose:
measure Takt Time to eliminate over- and underproduction.
:red_flag:
Formula: T/T = Net Production Time(NPT) / Customer Demand
Ex: If your average weekly order is 45 hooks and your 3 employees each work 30 hours a week (excluding breaks, etc.), your Takt Time equals 2
T/T [2] = NPT [3*30 =90] / D[45]
This means
one person
needs to start a new hook
every two hours
to keep pace with demand
Ex: manpower = 12 người
NPT = 8h
Output target= 72 pcs
T/T = 8 x 12 / 72 = 1.333 (h/pcs)
1 người phải bắt đầu làm cái mới mỗi 1.33 giờ
:red_flag:
Net Production Time(NPT)
:
working hour
. is the time they spend producing a product/services (exclude lunch, breaks, meeting, trainning...
Measure
Customer Demand
Cycle Time
Thời gian hoàn thành 1 sản phẩm
:!: the average time it takes to finish one unit.
:red_flag:
Formula: C/T = Net Production Time (NPT) / No.of units produced
Ex: If your crochet hook team worked 90 hours in a week and whittled 30 hooks, your cycle time would equal 3.
CT[3] = NPT [90] / U[30]
Measure Factory Supply(
completion rate
)
Lead Time
Thời gian sản xuất
:!:the total time it takes from receiving an order to delivering an item
Time from order to dispath
:warning:Lead Time > Cycle Time -> you have a lot of inventory
Measure Time elapsed between order and delivery(
arrival rate
)
GSD: General Sewing Data
Costing
Productivity
:warning:
SMV-Standard Minute Value
Thời gian may tiêu chuẩn
Definition:
is the time which is required by an average
skilled sewing operator
, working at a
normal pace
to complete a specified task by using a prescribed process or method.
Factors of SMV
Type of apprarel
Type of fabric
Size of apprarel
Design of Apprarel
The difficulty of the processes
Types of machinery and technology used
Use of work aids, folder, attachment, etc
:star:
SMV(standard minute value)
= Standard runtime(MH/pcs) = SAM (standard allowed minute)
SMV = Basic Time + Allowance
Basic time = Observe Time x Rating Factor
The rating factor is assigned based on an evaluation of
worker performance
which is conducted through eye judgment. A worker can be fast, slow and rating is on a scale of 100% to lower
Observe Time = Total Cycle Time / No.of cycle
Time is taken to do work when an observer is observing closely and record the worker’s work speed.
Observe Time = 25 Minutes
Rating of Operator = 80%
Considering Allowance(machine, personal, bundle & others) = 10%
Basic Time = 25minutes x 80% = 20 minutes
Allowance = 20 x 10% = 2 Minute
SMV = 20 minutes + 2 minutes = 22 minutes for making a particular garments product
:red_flag:
Standard Actual Minute-SAM(minute/pcs) = NPT(hour) x 60 x No.of Manpower / No.of units produced
Average SAM = Total Earned Minutes/ Total production pieces.
Where, Total Earned Minutes is Sum of ‘earned minutes’ for each style.
:star:
Manufacturing Efficiency
:red_flag:
Line Efficiency(%) = ([No.of unit produced(pcs) x SMV(minute)] / NPT x 60 x No.of manpower) x 100%
Manpower = 12 người
SMV: 10 phút/cái
NPT: 8h
Output : 490 pcs
Eff(%) = 490 x 10 / (8 x 60 x 12) x 100% = 85%
How to increase line efficiency
Proper target setup
Proper manpower use
Proper lead time
:red_flag:
Reduce nonproductive time (M/C breakdown, Power off, Absenteeism of worker)
Reduce alter%
Reduce TPT (Through Put Time)
Available input
Use proper skill matrix report
:red_flag:
Auto machine use
Proper machine speed;
Proper pressure feed
Regular machine servicing
:red_flag:
Reduce helper
:red_flag:
Maintain SOP (Standard Operating Procedure)
Proper environment
:star:
Operator Efficiency
(%) = Total minute produced by an operator / Total minute attended by him *100
NPT : 8h
Output: 400 pcs
SMV: 30 seconds
Total minutes produced by operator = (400x30)/60 = 200 minutes
Total working hours = 8*60 = 480 minutes
:red_cross:Operator Eff(%) = (200/480)*100 = 41.67%
SMV: 30 seconds
NPT: 8h
Output: 400pcs
Output Target = 8x 60 / (30/60) = 960 pcs/minute
:check:Operator Eff (%) = 400/960 x 100% =
41.67%
:red_flag:
On-Stand Operator Efficiency(%) = (Total minute produced /Total on-standard minute attended *100%)
Total on-stand minute attended= (Total hours worked – Lost time) x 60 [minutes]
SMV: 0.5minute
NPT: 8h
Output: 400 pcs
waiting for work : 30 minutes
machine downtime: 15 minutes
Eff(%) = (400 *0.5) / (480-(30+15)) x 100 = 200 / 435 x 100% = 45.98%
How to increase OP efficiency
Training sewing operator
:red_flag:
Motivation = Incentive Bonus
:red_flag:
Selection of expert operator for critical process
Development of working methods
:red_flag:
Set-up perfect machine layout
Continuous feeding to the operators
:red_flag:
Remove unnecessary interruption during working
Set-up target for the operator
Avoid excessive overtime to the operator
:warning:
Efficiency Formula
Efficiency by minute = Total minutes produced x 100 / Total working hour x 60
:red_flag:
Total minutes produced = Produced qty x SMV(minute)
:red_flag:
Efficiency by output = Produced Qty x 100 / Output Target Qty
:question:
Factory Efficiency (%) = (No.of unit produced (pcs) x SMV(minute) / (NPT x 60 x No.of manpower) x 100%
:red_flag:
Line Output Target = No.of manpower x NPT / SMV
efficiency = 100%
manpower = 12 người
SMV = 10 phút
NPT (thời gian làm việc) = 8 giờ
Line Output target(giờ) = 12 x 60 / 10 = 72 cái / giờ
Line Output target(ngày) = 12 x 60 x 8 / 10 = 576 cái / giờ
Output target per
hour
(at efficiency =100%) =
60 / SMV
:red_flag:
Manpower = (Demand_qty * SMV ) / NPT
NPT: 8h
Demand: 100 pcs
SMV: 10 phút
manpower = 100 x 10 / 8 x 60 = 2 người
cần 2 người làm trong 8h để tạo ra 100 pcs
Use SMV to measure
Factory , Line , Operator performance and efficiency
Labor cost and associated cost
Operator payroll and incentive amount is calculated based on SMV
Production Scheduling , Line balancing
:red_flag:
NPT(hour)
=
Demand_qty *SMV / Manpower
Demand_qty: 100pcs
SMV: 10 phút
Manpower: 2 người
NPT = 100*(10/60) / 2 = 8.3h
:star:
First Time Through (FTT) = Final Yield (%)
reflects number of units produced without defect or additional improvement against the total number of produced items
:warning:
FTT = Total pieces produced (output) - Defective Pieces(NG) / Total Pieces produced
Production
Textile
1.Spinning
2.Weaving/Knitting
3.Dyeing/Finishing
4.Fabric
Apparel
1.Brand
2.Design
3.Raw Material Sourcing
4.Cutting/Sewing
5.Marketing
6.Distributing
Modes
CMT(Cut-Make-Trim)
manufacturers only carry out stages of cutting, sewing and finishing
products
OEM/FOB(Original Equipment Manufacturing)
FOB level I
manufacture purchase material from a group of supplier specified by buyers.
FOB level II
receive product design from buyer and take full responsibility for raw, production, transportation and delivery FG to buyers
ODM(Original Design Manufacturing)
includes the design and production process of purchasing fabric and materials, cutting, sewing, finishing, packaging and shipping products.
OBM(Original Brand Manufacturing)
improved based on method of OEM, but the manufacturers are responsible for their own designs, and sign domestic and foreign goods’ supply contracts for their own brands.
Trims vs Accessory
Trims: are attached to the clothing, using for functional purpose
Thread
Interlining (keo / bo cổ)
Button
Rivet(đinh tán)
Stopper
Metal badge
Zipper
Label
Ribbon
Accessories: are not attached to the clothing, used for decorative purpose
Carton box
Hang tag
Price tag
tape
Tissue paper
Polybag
Neck board / back board
Tag pin
Safety pin (kẹp)
Size Trip
Item code(Stype)
Product type
Tay ngắn
Tay dài
Không tay
Ba lỗ
Bra
Cổ tròn
Cổ lá ko chân
Có dây kéo (Zipper)
Type
T-shirt
Skirt
Jacket
Polo
Sweatshirt
Dress
Pants Long
Article(color)
Salary Policy for Operators
hiệu suất(%) = Tổng GSD(second) / Tổng thời gian làm việc
Tổng GSD = số lượng may x SMV(minute)*60
Thưởng hiệu suất = hiệu suất * hệ số
Cost per Minute(CPM)
Estimated CPM of line = Total salary of a line for one day / (Total minutes available x Line efficiency%)
Actual CPM of line = (Actual salary for the day/ (Total garment produced x SMV))
:warning:
Production Capacity of Factory
Production capacity is defined as maximum production or output, which can be produced in the production line with the help of available resources
A factory’s capacity is presented in total minutes or hours or in pieces (production per day)
Variables
Factory capacity in hours
no.machine = 200
working hour per day = 10h
=> total factory capacity in hour = 200*10 = 2000h
Product SMV
Line Eff (average)
Formula
Production capacity (in pieces) = (Capacity in hours
60/product SAM)
line efficiency
Example
factory have 8 sewing line
each line have 25 machine
working hour per day = 10h
SMV of 1 style = 25 minutes
line eff average = 50%
total factory capacity : 200 * 10h = 2000h
Factory capacity in pcs = (2000 x 60 / 25 ) x 50% = 2400 pcs
:warning:
Machine Capacity
Variables
Process cycle time (operation’s cycle time),
total shift time (Machine used time)
machine allowances
normal allowance is 10%-20%
there are a few constraints that may limit the capacity of a machine.
machine breakdown
Unavailability of feeding (work input)
Machine stoppage due to preventive maintenance
production rate from the machine will depend on the operators’ performance rate.
machine idle time
Formula
M/C = ((Shift time in minutes – Machine idle time) / (Average operation cycle time x Allowance percentage)) x Operator efficiency
Or
= ((Shift time in minutes – Machine idle time) / (Operation SAM)) x operator’s efficiency
Example
NPT: 8h
SMV: 2 minute
machine idle: 30 minute
Operator eff: 80%
M/C = ((480 -30)/2) * 80% = 180 pcs
machine capacity is 180 pieces per day
Garment Accessories
Basic (essential part)
Button
Zipper
Lining(vải lót, mũ)
Labels
Elastic(dây thun)
Thread(sợi chỉ)
Rivets
Decorative
Button hole tabe
Seaming tabe
Ribbed tape
Embroidery
Finishing(packing part)
Hang tag
Price tag
Polybag
Paper
Carton
Tape
KPI
Factory
:red_flag:
Avg Efficiency percent(%)
Capacity utilisation
Style Change-Over-Time
:red_flag:
On-time delivery
Downtime rate
:red_flag:
Turnover rate
Right First Time rate
Sewing
Recordable Incident
First time through rate
:red_flag:
Daily plan pcs vs Actual output pcs
Absenteeism
Cutting
Recordable Incident
Quality Audit Failure
Plan pcs vs Actual cutting pcs
Rejections rate
:red_flag:
Cut/Order to ship ratio
Final inspection and shipment
Return/Claims rate
:red_flag:
On-time delivery rate
Quality FG delivered rate
Material control
Supplier Evaluation
Material Inspection
:red_flag:
Inventory
Tech Pack
Design Sheet
Bill of Material (BOM)
Artwork
Construction Detail
Specification Sheet
Measurement Chart
Right-First-Time(RFT) or Final 1st Yield(%)
Right First Time = (Number of passed goods or Lot / Number of total produced Garments or Lot) x 100
Use at QC-endline
Ex: For example, If 200 pcs Garments is produced in the sewing section, found 13 pcs defect by QC then first pass quantity is =(200-13)= 187 pcs.
So, Sewing RFT will be = (187/200*100) % = 93.5%
WFT-Wrong First Time(%) = 100%-RFT(%)
Use at QC-inline